Baileys partnered with JCDecaux Colombia to create an interactive game at a bus shelter in Bogota. Passers-by were invited to create their dream milkshake with Baileys and a dozen of ingredients on the screen.
Baileys partnered with JCDecaux Colombia to create an interactive game at a bus shelter in Bogota. Passers-by were invited to create their dream milkshake with Baileys and a dozen of ingredients on the screen.
McDonald’s teamed up with JCDecaux Colombia to deliver a digital signage dance party. JCDecaux deployed an interactive display at Colombia bus shelter in Bogota to celebrate the 50th anniversary of its trademark sandwich: The Big Mac.
The display featured silhouettes of figures in certain dance poses. Customers had to follow the character’s moves closely in order to win a McCoin, which they could then keep or trade for a free Big Mac.
JCDECAUX COLOMBIA www.jcdecaux.com.co
Spree and Superbalist enlisted M&C Saatchi Abel to create a campaign that communicated the merger between the two brands as well as communicating how Superbalist.com, as the post-merged brand, will provide an even bigger offering.
A cast of diverse influencers was assembled to bring the campaign concept of ‘we’re all fashion’ to life. They comprised tween model, Mekayla Veary; Olympic swimmer, Calvyn Justus; models, Jodie and Justine Petersen; fashion doyenne, Jackie Burger; digital entrepreneur, Yoliswa Mqoco; and actor and filmmaker, Thapelo Mokoena together with his family.
Directed by Dillon Buirski from We Are, the ad, set against Nakhane Touré’s anthemic track, Interloper, allows the viewer to step inside the distinct worlds created for the different cast members, with each echoing who they are as people. At the same time, the core campaign message of ‘More fashion. More choice’ is conveyed via the wardrobes which are unique to each influencer and their own personal style.
Klyne Maharaj, Head of Brand at Superbalist.com, said, ‘With the merger, we now have a combined customer base that is broader and more diverse than ever before and, based on the data we have about them, are confident that the cast we chose is representative of them. In addition, we wanted to highlight that irrespective of your age, gender, cultural context or aesthetic, we are for everyone. At the end of the day, customers shop with us because of our selection of brands, the categories we stock, the wide range of sizes and prices, not to mention the convenience and user-friendliness of the platform itself.’
M&C Saatchi Abel Senior Strategist, Keke Mahlelebe added, ‘We put ourselves in the customer’s shoes and tried to understand what questions they may have about this merger. Change is quite a scary thing, so a key part of the strategy was to focus on the benefits of this merger as opposed to the change itself. Bearing in mind that current Spree shoppers were the ones who would experience the majority of this change, the first thing we had to do was ensure that they understood exactly what is happening. The next piece in the puzzle was looking at Superbalist and Spree shoppers together and getting them excited about the possibility of a whole lot more fashion. The third piece was highlighting the real opportunity of having access to more categories because of the merger.’
Ntobeko Ximba, Creative Group Head at M&C Saatchi Abel stated, ‘We wanted this campaign to be inclusive and to communicate the idea that fashion is not just for a select few, but rather that ‘we’re all fashion’.’
In addition to the main 30-second television commercial, M&C Saatchi Abel created three 15-second stings which speak to specific propositions. The one featuring Calvyn Justus lands the idea that now all the brands shoppers love can be found in one place, while the one with Yoliswa Mqoco and the Petersen sisters highlights that you can shop your favourite looks for less and the stinger starring the Mokoena family shows the broad array of categories available.
Called ‘Nothing’s too hot for Hunter’s’, the new campaign aims to evoke the feeling of seeking out the hottest experiences but being effortlessly cool. The campaign was launched with a new TV ad, produced by Net#work BBDO, earlier this month, and is supported above and below the line with compelling pieces that bring the concept to life.
The elements and events will stand out with the new look which contrasts heat with the refreshment that Hunter’s provides. Elaborating on the rationale behind the new Hunter’s TV ad, Brad Reilly, Executive Creative Director at Net#work BBDO, said, ‘Conceptually, the flames are an element we used as a metaphor for a hot situation. The fire is used as a hot backdrop to dial up the cool attitude of the lead actor and how Hunter’s refreshes effortlessly in any situation.’
The new TV ad can be seen here: https://www.youtube.com/watch?v=XKd921do8ew
Net#work BBDO (+27 11) 912 0000 www.networkbbdo.co.za
Grace Belger, Media Training Divisional Head at Meropa Communications, says the advent of social media has made access to information and the spread of opinions easy, which has led to increased transparency and connectivity amongst the public. This inevitably increases the risks associated with your corporate reputation.
Analysing and preparing to deal with reputational risk is fundamental to an organisation’s survival during and after a crisis. The way people instinctively feel, act and behave towards your organisation reflects your reputation. Often perceptions don’t meet reality and you need to continually strive to narrow the gap and have your reputation match your reality in a positive manner. Social and traditional media play a large role in extending the negative impact of a reputational crisis.
If someone feels positively about your company/brand, they are more likely to choose you above your competitors. Unfortunately, negative perceptions prevail over positive, which means that you have to work on your reputation consistently and strategically. The better your reputation, the better you will survive a crisis.
Millennials and the new Generation X and Y rate trust in a company higher than any other factor when choosing a brand. They believe the brand or company should touch them emotionally and make them feel special or they will switch to a competitor in a second. This also plays out in a crisis. If they are emotionally distrustful, they will move on.
In the increasing fight for survival, never mind profits, no company can afford damage to their reputation even in a small way. CEOs and management teams should handle a reputational crisis in the same way they handle a product disaster, and often they don’t. They tend to only think about threats that have already occurred and the most obvious risks. Their response becomes reactive and turns into crisis management in an attempt to contain the damage. They invest millions in risk assessment plans but little into crisis communications plans.
Elaborate control systems are in place for all the tangible threats and form part of all business processes. Reputational crises are often dealt with informally. Pro-actively planning for a reputational crisis is half the battle won when it occurs. A company should carefully brainstorm each and every possible scenario or risk they could face that would potentially damage their reputation.
They also need to analyse the risks into those that are obvious: like an airplane falling out of the sky versus the insidious risks that creep up on you unexpectantly: a disgruntled customer on Twitter or little-known activist groups on social media who can create a viral campaign that can destroy your reputation in seconds.
Imagining the risk or scenario and planning how to communicate when they occur allows you to respond faster with the least amount of reputational damage. Sitting idle will result in wasted time as public outrage escalates. Some companies survive a crisis and start the slow process of regaining trust – some don’t survive.
Proactive reputation risk management has never been more critical than it is today. Preparedness is a must, with a plan that ensures agility in mitigating and addressing issues and responding appropriately and quickly to maintain the publics’ trust.
Once all possible risks are identified, the essential key is to plan for how you will handle them when they occur. While everyone is thinking about sending in emergency vehicles and calling the police, a dedicated team should be communicating with staff, the public and specifically with the media. Often a company will complain that they were tried in the court of public opinion via social media, but more often than not they ignored signs from stakeholders that expectations had changed and they should have anticipated the risk. They also didn’t have clear-cut communications plans to deal with the situation and keep stakeholders (including the media) informed.
Much of the process can be facilitated by drawing up a reputational crisis communications plan in advance.
– Who makes up the team and how can they be contacted? Share this information with staff. There should be two teams in a crisis, a management team and a crisis communications team. The former for business continuity and the other to reach out to stakeholders. The CEO should be used in both.
– Outside experts such as reputation management consultants and IT experts should form part of the crisis communications team. They are removed from the issue and are consequently more objective and rational in their strategic approach to handling it.
– Responsibilities need to be allocated well in advance and each team-leader needs to understand their role.
– Prepared holding statements (possible media statements and social media posts that keep the media and public informed during the crisis based on the risks that are identified up front).
– Prepared sets of questions and answers for each risk scenario. While this list cannot be exhaustive it will serve as a useful guide and should be constantly updated during the crisis.
– Extensive training workshops where the team, as well as frontline staff, are trained in handling communications. Frontline staff are often forgotten but they are the media and the public’s first port of call.
Often a company’s response to a crisis is more important than the incident itself. A recent study by Weber Shandwick (2017) showed that more than one-third of global consumers say that how a company responds to an issue or crisis today clearly impacts its integrity, credibility and trustworthiness. In fact, responsiveness to issues and crises is more important in driving perceptions of a company than what the media says (76 per cent), what employees say (76 per cent) and what the company says about itself – whether that is on its website (68 per cent), what its leaders say (61 per cent) or what exists in its advertising (61 per cent).
• Act fast. In the age of social media, you have seconds to respond and set the tone otherwise rumours and false news will fill the gap.
• Be honest and transparent.
• Show empathy – you can say sorry without admitting liability. The public can be extremely forgiving but they don’t appreciate a company with no empathy.
• Advise your audience at all times what you are doing to restore the status quo and deal with the fall-out of the crisis.
• Be wary of lawyers in the heat of a crisis. They tend to be conservative as they believe that everything you say must be completely accurate and not general should it be played back to you once a matter gets to court. What they don’t consider is that by the time you get to court, your reputation is in shreds and will cost millions more to repair than any legal obligations.
• Be rational – humans react to a crisis with emotion and instinct, which easily overwhelms us before our brains can make a conscious, purposeful decision.
Preparation and continuous maintenance plus scenario planning and training is essential to each and every organisation at all times. Failure to do so may put you out of business.
The Advertising Media Association of South Africa (AMASA) confirmed the appointment of committee member Memoria Masilela as vice-chairperson, serving alongside Wayne Bishop as chairperson.
Bishop said, ‘We are absolutely thrilled to announce Masilela as this year’s new vice-chair. She has brought energy and passion to both the organisation and the industry and it is just rewarding for someone so dedicated to the progression of others. I think I can speak for the entire committee in congratulating her and wishing her every success in her new role. Her commitment to education and transformation in this industry is also truly commendable.’
Initially joining the committee in 2016, Masilela heads the Gordon Patterson AMASA Learnership Programme (GP-ALP). ‘Our joined purpose is to bring the next generation of excellence into existence. We cannot afford to keep complaining about a lack of new talent when we have an immediate opportunity to address that issue. AMASA is the solution to drive skills and development of the media and advertising industry,’ said Masilela.
‘My plan as the vice-chair is to ensure that AMASA becomes the brand that does not wait for the future to happen, but one that boldly brings the future to the present, to ensure the success of our industry. I want to continue to inspire the industry to prioritise on mentoring and grooming young minds. I believe that those of us with experience have a responsibility to impart knowledge to young minds, because we can no longer complain about a lack of talent when we have not made an effort to groom new talent.’
‘The main reason why AMASA exists is to address the very issue of talent in the industry. Through our Education and GP-ALP portfolio we are able to provide the industry with new people, who are trained and groomed by industry experts. I believe that we need to unlearn what we think we know about transformation. Every generation has its own cause and what is remarkable about our generation is that we are finally addressing the core of our current cause: diversity. As we engage more and more on the issue of inclusion, we begin to allay existing ‘fears of the unknown.’ We are not in the most influential industry by a coincidence, we are chosen for a task to challenge the status quo of our country and it all starts with making selfless and fearless choices – and I believe that as AMASA we are up to that task,’ concluded Masilela.
Nielsen Sports’ latest offering, FanLinks, combines the purchase behaviours of South African households with their interest across sports and entertainment, offering a new way of identifying the brands sports fans are buying.
Since sport is such a personal choice; brand sponsorship offers the ability to touch fans at the peak of their interest. With a burgeoning trust factor of 75% within the advertising industry, brand sponsorship outpaces that of online video ads (42%) and text ads on mobile (36%) according to Nielsen’s Trust In Advertising survey.
Fanlinks offers the ability to quantify sports fan purchase behaviour by brand and deliver specific retail strategies in line with the best opportunity in sponsorship and rights holder partnerships, to reach the most appropriate sports consumer. Consequently, brands can measure for success and align their products within potential partnerships that provide a return on investment into the future.
The report shows that 36.4% of South African household shoppers are local soccer fans. What’s more, Western Cape local football fans are the highest spenders by region, paying R12,678.27 for their annual FMCG basket over the past 12 months; R137.16 more than the average South African football household, with Western Cape football fans’ shopping frequency more than double that of the local football fan average.
Nielsen Sports MD Kelvin Watt said, ‘Sports sponsorship can drive purchase behaviour but up until now the sports industry has been dominated by a few corporate brands, across a select number of industries. Even then, returns were not quantified, and brands couldn’t tell if their investment led to changes in sales behaviour. With Fanlinks, brands now have the opportunity to track the direct return on investment of their sports sponsorship and gain significant insights for the future. At the same time, rights holders can better understand the fast moving consumer goods purchase behaviour of their fan base.’
An integrated Nielsen solution, Fanlinks combines data from the Nielsen Consumer Panel Service (CPS) of 4000 households regarding the products bought per household (actual purchase behaviours) together with their entertainment and sports preferences. The report offers items most purchased in a category, the date of purchase, the retailer where it was purchased from, its price and the total amount spent on a shopping trip. Fanlinks can also provide indicators on items that are more likely to be purchased in the future based on past purchase behaviour.
Within the FMCG arena, Fanlinks also delivers untapped potential for both the brand and the sporting industry, as it can best quantify what a household looks like, align a product to a type of sport and pinpoint the demographic to reach. Sponsorships can now be built from the ground up according to the product’s core consumer and the appropriate sports sector, enabling long-term partnerships with key associations and sporting bodies.
With Fanlinks, clients can now identify which fans are buying their category, who is buying their brand and who is buying competitive products. This insight into actual purchase behaviour of sports fans allows brands to better activate their strategies with their buyers within specific demographic regions and open up new fan groups, which brands need to be considering, along with how best to reach them.
‘The role of sponsorship is growing in modern communications strategies and is now a critical way of engagement, which leads to partnerships and trusted forms of advertising. Fanlinks not only taps into the consumer value chain, it also delivers a competitive advantage for the sports industry when approaching FMCG brands for sponsorships and offers mutually beneficial relationships for both brands and the rights holders,’ added Watt.
NIELSEN (+27 11) 495 3000 www.nielsen.com/za/en
Spitfire Inbound, Penquin and their clients received a Gold and four Silver accolades at this year’s 2018 New Generation Social & Digital Media Awards.
The New Generation Social & Digital Media Awards were founded in 2012 and are the largest celebrated digital media awards in the country. The awards celebrate ingenuity, with a specific focus on results and insight-based success.
The awards won include:
– Gold: Suzuki Auto South Africa – Penquin and Spitfire Inbound – Nowhere to go but UP.
– Silver: Penquin and Spitfire Inbound – Best Marketing Automation Campaign.
– Silver: Rentokil Initial – Spitfire Inbound – Digital Growth Best Integrated Marketing Campaign by an Agency.
– Silver: Penquin and Spitfire Inbound – Suzuki Auto South Africa – Suzuki Ignis Launch.
– Silver: Penquin/Spitfire Inbound – Blogging Excellence.
Penquin Managing Director Veronica Wainstein said, ‘As a fully integrated communications agency, we’re insistent on utilising the right strategy with the right mediums to meet our client’s objectives. Penquin partners with clients where the agency can show real tangible results. We don’t enter awards lightly, but we specifically entered these because our approach with our clients is a very collaborative one based on authentic results, as these awards are. The New Generation Awards are not subjective but rather based on very measurable factors which is why we place such a large importance on them. It’s an absolute honour to have won amongst esteemed agencies like Joe Public and Flow Communications and to have our clients Suzuki and Initial in the spotlight with brands like Surf, Steers, Vodacom and Shield.
‘Winning New Generation awards that are judged on innovation, creativity, strategy, content, results and sales affirms that our unique approach and client relationships that have been built on a solid foundation over the years, is certainly on the right track. We’re looking forward to breaking more boundaries in 2019.’
Sister agency Spitfire Inbound is a digital inbound marketing agency headed by Managing Director Darren Leishman, who said, ‘We’re so pleased to have won five New Generation Awards, which follows the two Golds we received last year. Our approach with all clients is to agree upfront on measurable objectives and benchmarks and in doing so, our client’s successes become our successes.’
The Modern Marketing expo’s will be held in Johannesburg (Gallagher Convention Centre, 11-13 September 2019). The event focuses on a holistic, adaptive methodology that connects brands with real customers and drives business results by blending strategy, creative, technology, and analysis.
The Modern Marketing expo provides an ideal platform for visitors to investigate available business ventures, innovative products, technology, applications and educational programmes for the signage and display industries in the sub-Saharan region.
Modern marketing is an evolved mix of strategic marketing, traditional marketing, internet and new media, and better results measurement. Modern marketing is more effective. More cost-efficient. More measurable. More targeted. More social and mobile.
The exhibitor profile comprises of: visual communication companies, digital signage specialists, event and branding companies, Point of Display manufacturers, corporate clothing – promotional clothing and gift manufactures, conference venues, advertising and design agencies, media owners, marketing technology specialists, software, in-store design, building and branding companies.
The event will attract a visitor profile of: marketing professionals, sales managers, brand managers, business owners, buyers of media and branding, advertising professionals, design professionals, architects, interior decorators and retails designers.
Kantar Millward Brown launched the BrandZ™ Top 30 Most Valuable South African Brands on 31 October in Johannesburg and 1 November in Cape Town.
The ranking identifies South Africa’s Top 30 most valuable brands by interviewing over 17,300 South African consumers about their opinions on over 506 brands across 35 categories. BrandZ™ then calculates the dollar value of the intangible brand, enabling businesses to assess how much ‘brand’ drives revenue, growth and market capitalisation.
BrandZ™ is the world’s largest and most definitive brand equity study that combines financial and market data with primary research data from consumers on their views about brands. Commissioned by WPP with valuations by Kantar Millward Brown, BrandZ™ has, over the last 13 years, surveyed more than 3.6 million consumers in 51 countries, creating 5.1 billion data points in the process. It reveals the power of the brand in the mind of the consumer that creates predisposition to buy a brand, and most importantly, validates a positive correlation with better sales performance.
In addition to identifying the strengths and weaknesses of a brand, BrandZ™ helps identify worldwide trends and high potential brands in fast-growth markets. The study is trusted by many of the world’s most established financial institutions, including Citi Research, who publish an annual report on how brands drive equity markets, choosing BrandZ™ to power it. BrandZ™ valuations are also fed directly into the Bloomberg terminals, used by over 300,000 of the world’s most influential decision makers. The Financial Times publishes the BrandZ™ global ranking each year, looking not just at the rankings but at our analysis of why the results are what they are. Brands are becoming increasingly important to CFOs and CEOs, and brand valuation is a metric that quantifies the worth of these powerful but intangible corporate assets.
Charles Foster, CEO Insights Division, Kantar, Africa and Middle East said, ‘A strong brand helps differentiate you from your competitors, is a major source of shareholder value and helps protect your business from risk. It enables brand owners, the investment community and others to evaluate and compare brands and make faster and better-informed decisions. Want proof? In the past 13 years, the S&P 500 has grown in value by 102%, while the BrandZ™ Strong Brands portfolio grew at 172% over the same period.’
‘South African brands show great potential for growth in a region undergoing change. BrandZ demonstrates how brands with strong equity are protected and recover more quickly during tough economic periods, while growing faster during the good times. Those that focus on innovation and building emotional connections with consumers will grow faster,’ added Foster.
The report includes learnings and recommendations from BrandZ™ experts as well as brand building and thought leadership insights from WPP experts in South Africa including Barrows, Burson Cohn & Wolfe, Cerebra, Collective ID, Geometry, Grey, Hill & Knowlton Strategies, Kantar, Mediacom, Ogilvy, Smollan, Student Village, Superunion, The Hardy Boys, TMARC and Wunderman.
The methodology in the BrandZ™ Top 30 Most Valuable South African Brands report mirrors that which was used to calculate the annual BrandZ™ Top 100 Most Valuable Global Brands ranking which is now in its 13th year. The suite of BrandZ™ country rankings and reports also includes China, India, Latin America, Brazil, Saudi Arabia, Spain, the UK, France, Germany, Australia, the U.S. and Italy.
Keynote speakers at the launch included David Roth, CEO of WPP’s the Store & Chairman BAV, who shares an overview of BrandZ and ‘brand’ South Africa, Doreen Wang, the Global Head of BrandZ who shares key learnings form the global study and Nigel Hollis, Chief Global Analyst for Kantar Millward Brown, who talks about how to leverage disruption to win. There will also be a panel discussion with leading South African marketers including Abey Mokgwatsane, Managing Executive of Brand at Vodacom, Charlene Van Zyl, Head of Customer at Woolworths, Doug Place, CMO Nando’s, Tshego Tshukutswane, Director Kantar Consulting, Francois Viviers, Executive: Marketing and Communications at Capitec Bank, Nunu Ntshingila, Head of Facebook Africa, Thulani Sibeko, CMO Standard Bank, and Eric Salama, the Global CEO for Kantar.
David Roth, WPP commented, ‘As South Africa looks towards future growth, local brands have a critical role to play in both the country’s development locally and how the country is viewed on the global stage. Its strengths and diversity are reflected in the ranking as leading brands across a range of categories demonstrate their ability to innovate and make a difference in consumers’ lives.’
Other trends highlighted in the BrandZ™ Top 30 Most Valuable South African Brands report include:
KANTAR MILLWARDBROWN www.millwardbrown.com